How to survive the change in management

Anne Fisher, a columnist for Fortune magazine's question to Anne, began in 1996 to help readers adapt to the ups and downs of the economy, the shift in the industry, and the variety of puzzles they face at work. Global mergers and acquisitions last year grew by 47% per cent. If your company is also being merged, you may be exposed to the risk of being laid off. In the face of management changes, you should not choose to avoid, but should take the initiative, try to propose solutions to the new boss rather than problems, everything goes well, you will not only be fired, and may be promoted to more important positions.  

Dear Annie: later last year, the company that I worked with announced the merger, which proved to be more of an acquisition. Today, the other company's executive team is in charge of everything, and they are studying how to integrate two companies, including those who dismiss some of the overlap with the other company's management positions. Some of my colleagues have started to work cautiously because they think there is a handful of time left in this company. But I have only been in this company for two years, I like my work, and I am very willing to stay here. My question is, is such a desire realistic? How do I keep my job and not let the new boss think I'm a political man? Do you have any suggestions? --h.m.b. Dear H.m.b: Last year, global deals increased by 47% (total value: $3.5 trillion), to a record high of 2007 years, and since many transactions are due to be achieved this year, there are certainly many other employees who are facing the same dilemma. However, even in companies not involved in mergers and acquisitions, sooner or later people will have to learn how to impress the new management team. "For some reason, on average, a person will encounter 10 or more new bosses in his career," says Trisa Thelles. You can stay out of it, be a bystander, or you can exert influence on it. "Taylor has been a senior executive at a telecoms company and currently serves on the board of over 10 companies. She added: "Don't worry about ' playing politics '." Knowing the person in charge, leaving them a good impression, has nothing to do with politics. Your goal is to determine how to fit into the new company. If the idea of inviting a new boss for lunch or a drink is bothering you, you can think of it as a kind of interpersonal relationship, both of which are actually the same thing. ” Taylor's views come from personal experience. In 2000, when the federal Western Telecom Company acquired the Quest newsletter, Taylor was one of the many product managers for the quest. The federal West Telecom has its own product manager, so layoffs seem inevitable. Taylor worked hard to make the new team fully aware of her value and was eventually promoted to the new Executive vice president, responsible for managing all of the two company's product managers. How did she do it? Taylor made three proven recommendations: propose a solution rather than a problem. "There's nothing worse for a new boss than a person lining up to tell a question in front of them," Taylor said. Some people even use an artistic way to describe the problem. "Don't be such a man." It may be helpful to ask the questions you think you need to correct, but you should prepare at least three workable solutions. predict the future. "Try to define the needs of the new boss," Taylor said. If you're in her position, what do you want to know? Company goals and culture will undoubtedly change, so you need to observe the differences before and after the change. If possible, she adds, "Show your initiative and complete a project that no one asks for" to prove that you want to be part of this change. "Usually in a takeover deal, People's first reaction is to dodge, but it's wrong. You should be committed to change and be proactive. Choose the things you have always been good at and bloom your own glory. ” stay flexible. merging is a good time to update your resume, even if you want to stay. "A common practice after a merger is to ask people to re-interview the jobs they have already done, or the new ones that have been created after the company's reorganization," Taylor said. It is wise to prove that you are prepared to accept any position because the company and your position in the company will continue to evolve, even if a particular job change seems to be a bad choice at the time. ” This also comes from Taylor's own professional experience. After three years as director of product management, she was appointed Director of human resources. "I think it's ridiculous," she said. I often mock the human resources department secretly. And now, has been committed to sales and marketing of me, but to manage labor contracts, employee benefits and so on. "But she accepted the appointment, and two years later she was appointed chief operating officer, and the experience was" a heavyweight weight. " "It's never easy to change," she suggests. But even if you are eventually transferred to other positions that look less than ideal, try to do your best. You never know what it's going to bring you. "Good luck to you." Feedback: Have you ever survived a merger, retained your job, or even got a better job? How did you do that? Comments are welcome. (Fortune Chinese website) Translator: Liu Jinlong/Wang Hao Revision: Ninvenko

Dear Annie: Late last year, the company where I work announced a merger that's actually turning out to being more than a acquisition. The executive team from the other, somewhat bigger company are in charge now, and they ' re looking on how to combine the Entities, including laying off some of us whose jobs overlap with their own managers ' positions. Some of my colleagues has started (discreetly) job hunting, on the assumption this their days here is numbered. But I just got here a couple of the years ago, I like the What I ' m doing, and I ' d really rather stay. My question is, what realistic is? Any suggestions for improving the odds of holding in to my job, without coming across to the new bosses as too political? -holding My Breath Dear h.m.b.: Considering that mergers and acquisitions announced worldwide shot up 47% last year (total value: $3.5 trillion), their hi Ghest level since, and since many of those deals is just now coming to fruition, you can is sure that plenty of othe R employees is in the same boat. But even people whose employers haven ' t merged would, sooner or later, has to learn the art of impressing a new management Team. "For one reason or another, the average person would have ten or more new bosses over the course of he or her career," note S Teresa Taylor, a former telecommunications executive who now sits on a dozen boards of directors. "Can sit back and watch the change happen, or you can influence it. "Don ' t worry about being ' too political, '" she adds. "Getting to know the new people in charge, and making a good impression on them, isn ' t about politics. It's about figuring out how to fit in now. If the idea of asking your new boss out for lunch or drinks bugs, think of it as networking, which is really the same Thing. " Taylor speaks from experience. She is one of the large group of product managers at Qwest if US West bought the company in 2000. US West had its own product managers, so layoffs seemed inevitable. Taylor got busy making herself so valued by the new team, she got promoted to a newly created Executive Vice President Position, overseeing all the product managers from both companies. How do she pull that off? Taylor says these three steps worked for her: bring solutions, not problems." There's nothing worse for a new boss than to has a parade of people in hers office who can describe in great detail what I s wrong, "Taylor says. "Some people has truly made an art form out of defining the problem." Don ' t be one of them. It ' s helpful to bring up things you believe need fixing, but only if you can identify at least three possible solutions. Read the tea leaves." Try to identify the needs of the new boss. If you were and shoes, what is would you want to know? "says Taylor. "There's no question that the goals and the culture is going to a change, so embrace this by observing the differences." If possible, demonstrate that's want to being part of the change by "showing initiative and completing a project no one ask Ed do, "she adds. "Often, in an acquisition, people's first impulse is to the try to hide, but that ' s a mistake. Jump in. Be engaged. Pick something that you've always been been good at, and let it shine. " Be flexible. A merger is a good time to dust off your resume, even if you ' re counting on staying. "A common practice is to has people re-interview for the jobs they ' ve already got, or for other jobs, which has opened up In and parts of the reorganized company, "Taylor points out. "It's smart to being thought of as ready for any assignment, because the company and your role in It would continue to evolve, Even if a particular move doesn ' t seem like a great option at the time. " That's idea, too, comes from Taylor's own career. After three years as product management chief, she got appointed head of human resources. "It seemed ridiculous to me. I was one of the those people who always snickered about HR, "she says. "Here I am, a sales and marketing person, suddenly in charge of the union contracts, employee benefits, and so on." Still, she took the assignment, which "turned out to being a big part of what qualified me" for a promotion to Chief Operatin G Officer, years later. "Change was never easy. But even if your end up somewhere else on the company from where is now and it doesn ' t seem ideal, make the best of it , "she suggests. "You never know where it'll lead." Good luck. Talkback: If you've ever survived a merger or acquisition with your job intact, or you ended up with a better one ? Leave a comment below.

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How to survive the change in management